Dynamic Management

We all have heard about Strategic Management, Scientific Management and simply Management etc. but in present era of highly competitive and fast changing market, a new term comes into picture that is called Dynamic Management.

Strategic management relativity takes more time where as Scientific management relatively takes more calculations and related time for that calculations. Though both these methods has its own importance and priorities in hierarchy.

But in the present era of fast changing environment, we have to take faster decisions according to circumstances and we have to consider all the factors related to that decision making very fast.

For example, if you take only one month time into taking hire level management decisions then it will be wary late because if you consider a Smartphone market then you can see that there are several new phones launching in the market every month with new technologies and innovations.

If you wait for deciding the technology and innovations in your new product then someone else will introduce it. Research and development has it's own time constraints.

In this situation the role of Dynamic Management comes into play. We have to think in advance. We have to be the first and not the best. We have to believe in future when no one believes in that future.

For example if a product has any quality issues and we comes to know that after mass production, then repetitive purchase by customers will not be possible, but it should not be considered the case of lose.

Influence the demand of that product in the way that makes more single purchase and that single cumulative purchases becomes equal to the repetitive purchases and relatively it will be converted into revenue and profit.

Only of high quality and experienced managers can handle the situations in Dynamic Management.

This blog only indicates about very finite element of Dynamic Management but it can be a guiding direction.

Remember if you will not be succeed then definitely someone else will do it.....